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New Barracuda Web Filter Models Feature 10 GbE Interfaces

New Barracuda Web Filter Models Feature 10 GbE Interfaces














Campbell, Calif. (PRWEB) June 19, 2013

Barracuda Networks, Inc., a leading provider of security and storage solutions, today announced new high-performance 10 GbE interfaces for the Barracuda Web Filter 1010 and 1011 models. The new models feature increased performance and capacity to offer comprehensive web content filtering and malware protection at multi-gigabit speeds on even the most demanding networks.

A recent IEEE report projected 32 percent annual growth in global IP traffic through 2015, largely driven by the increases of Internet users, access devices, and services such as video on demand and social media.(1) In response to these trends, the Federal Communications Commission (FCC) recommends a minimum connection speed of 1 Gbps for community anchor institutions such as hospitals and libraries (2), while the State Educational Technology Directors Association (SETDA) now recommends at least 1 Gbps per 1,000 students/staff to keep up with growing traffic.(3)

“The Barracuda Web Filter 1010 has been deployed in several large-scale networks since its introduction in 2009,” said Steve Pao, GM of the Security Business at Barracuda Networks. “These hardware enhancements and the introduction of fiber interfaces on the 1011 will enable high-end network customers to adopt the Barracuda Web Filter as a key element of their IT security strategy.”

Specifications

The Barracuda Web Filter 1010 / 1011 is an integrated appliance that provides content filtering, application blocking, malware protection, and built-in reporting. A single device can support 100,000 simultaneous TCP Connections at 2 Gbps throughput and provides four network interfaces that can be used simultaneously in a WCCP deployment or as two LAN/WAN pairs in an inline deployment.

Multiple Barracuda Web Filter 1010 / 1011 devices can be clustered for both scalability and redundancy. Barracuda Web Filter models of different sizes can be centrally managed through the Barracuda Control Center, enabling enforcement of Internet policy across an entire distributed organization.

The Barracuda Web Filter 410 and above include the Barracuda Web Security Agent (WSA), a downloadable client that can be installed on remote, off-network laptops or desktops to transparently filter web traffic for remote users. They also include the Barracuda Safe Browser (BSB), a secure browser application that transparently filters web traffic on off-network iPhones and iPads.

Pricing and Availability

The Barracuda Web Filter 1010 featuring 10 GbE copper interfaces and the Barracuda Web Filter 1011 featuring 10 GbE SFP+ fiber interfaces are immediately available worldwide.

The Barracuda Web Filter 1010 and 1011 are priced at US$ 79,999 for the appliance and US$ 26,399 per year for Energize Updates subscriptions in North America. Energize Updates subscriptions include ongoing content filtering, application, antispyware, antivirus, and security definitions. International pricing and availability varies by region.

Special pricing is currently available for educational institutions. For more information, please visit http://www.barracuda.com/edu.

Resources

Videos: The Barracuda YouTube channel features customers that leverage Barracuda’s award-winning solutions to protect their networks:

•Dysart Unified School District discusses how it is using the Barracuda Web Filter to protect its growing network – http://bit.ly/DysartSchool

•Southfield Public Schools talks about how it is protecting its students with the Barracuda Web Filter – http://bit.ly/SouthfieldSchool

About the Barracuda Web Filter

The Barracuda Web Filter is a web content filtering solution that enables the connected business to benefit from new technologies and online tools, without being exposed to lost productivity, wasted bandwidth, and data loss. As new requirements emerge, such as social-networking control, the Barracuda Web Filter is automatically updated with new capabilities to meet those requirements. It enables highly granular, real-time visibility into online activity, broken down by individual users and applications, letting administrators create and enforce effective content and access policies. Included free are unlimited agents and software licenses to enforce content and access policies on mobile devices being used outside the corporate network. To learn more, visit: http://www.barracuda.com/webfilter.

About Barracuda Networks, Inc.

Protecting users, applications, and data for more than 150,000 organizations worldwide, Barracuda Networks has developed a global reputation as the go-to leader for powerful, easy-to-use, affordable IT solutions. The company’s proven customer-centric business model focuses on delivering high-value, subscription-based IT solutions for security and storage. For additional information, please visit http://www.barracuda.com or follow us on Twitter: @barracuda.

References:

1.IEEE: http://www.ieee802.org/3/ad_hoc/bwa/BWA_Report.pdf

2.FCC: http://www.broadband.gov/plan/

3.SETDA: http://www.setda.org/c/document_library/get_file?folderId=353&name=DLFE-1517.pdf

Barracuda Networks and the Barracuda Networks logo are registered trademarks or trademarks of Barracuda Networks, Inc. in the US and other countries.

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Related International Development Policy Press Releases

Environmental Forces – influencing competitive strategies and business models

Some cool Environmental Change images:

Environmental Forces – influencing competitive strategies and business models
Environmental Change
Image by Alex Osterwalder
Some thoughts I had a while ago on the environmental forces that act on a company and its business model.

Read more about it at:
http://business-model-design.blogspot.com/2005/12/5-forces-acting-upon-your-business.html

Finland during this “winter”
Environmental Change
Image by JarkkoS
We should have -20 degrees in Celsius and 50-60 cm of snow. Instead of that we have +5 degrees in Celsius and green fields. I’ve not yet seen winter like this and I’ve seen a few.

Makes one really think – what is the future weather going to be really like?

Photographically there is not much in this picture – but THAT’S actually the point: instead of boring cloudy sky and trees without leaves we should now have perfect days for taking pictures of trees full of snow, ice and white landscapes. There should be no green fields to take pictures of up here in Finland at this time of the year.

New Green Business Investment Models at Wall Street Green Trading Summit IX

New York, NY (PRWEB) March 2, 2010

is showing that new green business models for investors have finally emerged for carbon, renewable and clean tech markets. The Wall Street Green Trading Summit IX is a one-stop shop to hear from the experts on all the hot topics for investment during the two day summit at New York Times Center, a LEED certified green building. This year’s summit is hosted by Global Change Associates’ Peter Fusaro, an environmental financial markets pioneer. Sponsors includes Green Exchange Ventures, Brown Rudnick, Karbone, NASDAQ OMX, Pyrolyzer, Markit, and MISYS with the support of the Energy Hedge Fund Center.

Learn from the experts of Point Carbon, Evolution Markets, Karbone, Element Markets, Mission Markets, Carbon Tweet, Next Era Energy, RGGI, and Carbon Trade Exchange on market developments in both the US and European carbon trading markets and what the investment opportunities are in these markets.

Following the year of green economy rhetoric, find out what venture capital, hedge fund, and private equity is doing in the green trading space, and what they are looking for this year.

Find out the latest carbon sequestration technology plays into these emerging green trading markets.

“We realize that travel budgets have been cut, but our event is 5 events in one and is very cost effective to get up to speed on carbon, renewables, cleantech, green hedge funds and SRI investing in 2 days,” said Peter C. Fusaro, conference organizer and Chairman of Global Change Associates which sponsors the summit.

For more summit information, please contact Carmen Cook, VP, Marketing, Global Change Associates at 212-222-3775 or carmen(at)global-change(dot)com.

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More Evolution And Environmental Globalization Press Releases

Imagine Cup teams hailed as models for success

Imagine Cup teams hailed as models for success
The Government and the Northern Caribbean University (NCU) have celebrated the stunning achievements of Team Xormis, which recently emerged champions of the Microsoft Imagine Cup Interoperability Competition…

Read more on Jamaica Gleaner

Extension Education Reformation – I – New Reformation Models

Summary

Technology akin to farming existing in an ecosystem need to be generated. It needs location specific perfection and adoption. This could be possible by supporting KVK & Extension system with technology testing and refinement. Thus the whole discipline of Agricultural Extension need reforms. On the basis of a broad review presented in this paper, following recommendations could be deduced to reform and fine tune technology generation, dissemination and its delivery as an agri-pack end product.(APEP)

1. The base of discipline of Agriculture extension may be broaded to incorporate all disciplines, management tools and techniques. It is proposed to name it “Farm Business Management”. It should be open to all agricultural & allied undergraduates. The course curriculum needs training and skill up-gradation of graduates and post-graduates in techniques like analysis of data, survey procedures, marketing, economics, rural sociology and farming systems etc.

2. Various reformation capsules like Chinese model, African experiences, Dutch model, Netherland model, Isreal model, California model and Iranian models have been reviewed. On the basis of these models a new model for technology delivery suitable to our agro-eco-conditions has been postulated & named as Mohi-Model. Once we receive an acceptance for the model, logistics and plans to execute it could be formulated.

Introduction

Four paradigms of Agricultural extension consists of Technology transfer, prevalent since colonial times & later National Agriculture Extension Project (NAEP), reshaped in 1970-80 as Training and visit system across Asia. It involved top down approach. Its role needs disdcussion. The second paradigm called as Advisory work is what is present system of extension, where, government agencies, NGO and technical industries respond to farmers enquiries which we call advisory role. The third paradigm consists of Human Resource Development. This innovation helped Europe and North America. The Universities gave training to rural youth. It is these educated, trained youth which became future farmers in developed countries. What is known as outreach system of colleges and universities is still unknown in our Agricultural Research system including State Agriculture Universities. A half hearted attempt as Agri-business Agri-clinical is still to be backed with University, research, banking and economic support. Is it which can help us to increase productivity in India or Asia needs consideration ?.
Technology adoption and impact

The impact of National Agricultural Research Project (NARP) (1986-92) revealed that , technologies generated were few and adoption rate was not high, even then an estimated monetary benefit of Rs.2000/ per hectare was observed.

Low relationship between technologies developed and adopted demands a mixed farming technology capsule as 65% of our farmer’s are small and marginal farmers. This needs a total shift to left in our agricultural extension methodology. (Reddy 2001).

T & V programme initiated with central assistance in state has aroused all round technological awareness among agricultural experts. Its dialogue and technology transfer from University (Scientists) to experts agricultural extension workers was nearly total revolution. The (ZAREC) Zonal Agricultural advisory Research and Extension counseling was the best plate form to discuss main issues impeding agricultural development. The missionary publication of production recommendations helps a lot in transfer of technology. The presentation of production recommendations in local language is helpful in increasing productivity in many countries. (Wani, 2004)

Brinjal production technology adoption in Parbani, Mahrastra was the result of social participation, risk management guarantee, marketing orientation, information websites and communication methods. (Dudhak et al 2003).

Various limitation of transport, extension staff were the reasons of poor productivity gains in Malakhand agency of Pakistan. (Mohamad et al, 2003).

The adoption of legume production technologies under Jhodpur arid conditions was low. The problems as indicated by farmers were small farm size. Small holder farmer was less interested to adopt these technologies. Non existence of market and pricing policy, risk of failure, feeding habits, social taboo and lack of Post Harvest Technology (PHT) were identified. (Yadev et al, 2003).

Proper guidance or information support was the major constraint in adoption of improved Wheat cultivation in Himachal Pradesh. It contributed to 16.8% non-adoption rate among farmers. Other contributory factors were technological unawareness (13.33%) sloppy land (11.31%), farm input cost (9.41%), non availability of irrigation (8.29%) and lack of inputs (7.95%) (Puran chand et al, 2001).

Social Structure & Technology Adoption

Schedule caste farmers in Maharastra have low level of rice technology adoption. Among 150 such farmers only 12.6% had high adoption rate (Mankar et al,2004). Adoption of production recommendations of Cashew in Maharastra’s Sindhubrug district was 58% (Bhairamkar et al, 2004). Motto of extension programmes should be reach to unreached, teach to un-teached, be known to unknown (Ganesan et al, 2003) (Wani, 1998). Agricultural productivity in Czch Republic increased when information and communication in extension system was improved for small scale farmers (Slavik, 2003).

A survey conducted among 120 farmers in Karnool district, Andhra Pradesh, India, revealed that education, social participation, scientific orientation, risk management, mass media exposure, economic and market orientation were positively and significantly correlated with the extent of adoption of recommended hybrid jowar (sorghum) seed practices by the farmers. Majority of the farmers (43.33%) had a medium level of the adoption of the recommended practices. (Kumar et al, 2005). It is suggested that five categories of factors determine the adoption of irrigation systems and are the keys to designing relevant, effective and innovative irrigation extension programmes among horticulturalists. The five categories of factors are : Soil type and topography ; crop quality; sowing time; saving water and crop yield (Kaine & Beswell, 2005). We in J&K under SREP Strategic Research extension plan of Districts notice lack of information on sowing time, seed rate and fertilizer application in almost all the crops. Seed treatment awareness helped farmers to combat paddy blast (Wani, 2006, 2007).

Innovative Change

Methodologies for analysis of farming system, options for development & sustainable eco-friendly farm science technology are the needs of the hour. We do have subject-matter-specialists, but the agents for evaluating the composite effect of various discipline oriented technology cover is yet to be structured. This is exactly where we should intervene and restructure the discipline, programmes and divisions of extension education in the country. Infact a total change from existing slow action, low innovative, conventional and disintegrated extension system has to be refined into analytic , managemental , social, economical, marketable system, so that the whole technology transfer could be evaluated in terms of productivity and monetory gains per hectare. Different cropping and livestock patterns and combinations need to be evaluated & monitored. The impact analysis of wide range of Agricultural technology transfer be it training, entrepreneurship or agri business is needed, both before and after technology application.

The available research results have to pierce the farmers farming practices. Non – adoption is the result of our low productivity levels per unit of land. Inspite of tremendous yield gains the per unit profitability has not raised the economic conditions of our farmers. Our farm economy still fluctuates between season’s, rainy years and among regions. Now for any widespread gains from technology, it is essential to know its impact and adoptability rate. It is therefore necessary to develop new technologies after considering socio-organizational arrangements, local existing soil, water, human needs and resources. The local skills need to be known and refinement is made to improve profitability. Our experience under IVLP showed a net productivity gains of 2 q/hac in rice production by improving local village driven plough. Similar innovative ideas local technologies with improved or exotic one gave good results in development of profitable farming . (Wani, 2004,2003, 2005,2006,2007).

Reform Capsules
(i) Chinese Model

Chinese experiences needs a try under our socio-economic conditions. The successful improvement of Sheep and Yak herds in china can be a good example for use in India. Under this project they first took stock of rangeland and livestock resources. Then socio-economic conditions of the livestock breeders were analysed. Livestock and pasture management by rodents was studied. Rasngeland revegatation methods were tested and propagated. Seeded fodders and effect of these improved method of pasture development on disease control and profits from livestock were analysed. (Wagenin gem et al, 2001). Thus, the extension education programmes should ensure facilitation of Farmer empowerment and not dependence on subsidy. This means incorporating studies and programmes of Agri-livestock economics, grass land and rangeland management, crop and tree production in Agri-extension curricula.
(ii) African Model

A new participating approach of clubbing local and outside knowledge to solve the agricultural problem is needed. Innovative approaches for soil and water conservation in Ethiopia and Tanzania were helpful. A new model of participatory modified Technology development approach is fast being recognized, as the only way of clubbing traditional and modern technologies for agri-development . (Kib Wana et al 2000)
(iii) Dutch Model

The total reformation of agricultural technology transfer shall need refinement of elementary methodologies used in extension consisting of PRA, PERT or other specific managemental, communication and modern GIS- Geographic Information System use. This would involve a total change in Extension Education, objectives, methodology & course curriculum. We need agricultural networking for bringing out results of transferable technologies. Experimental learning and knowledge sharing has to be incorporated, as research on farmers field. Farmers have to be part of our learning and experimentation process. Dutch model could be used. (Leeuwis, 2000) in India to ensure quick technology use. Let us evaluate technology use. It has been seen that some progressive farmers have awareness of technology but being absentee farmers, their workers have no knowledge or skills to use them in the field. Is it time to come out of “Technology dissemination Scenario” to “Technology Use Status in the field” and “Productivity gain assessment models” .

(iv) Mohi – Model – (Proposed Model)

Experience learning, market designs, farm economics, sustainable agriculture, Agri-information, communication skills and farm business shall be the knowledge bank available to Agri-Extension & communication experts, whom we should name “FBM” – “Farm Business Management Experts”. The Extension Education is outdated and too oftenly used and misunderstood phrase. Extension includes now every attempt to communicate with farmers. Today’s extension agencies can be university scientists, Subject matter specialists, Agri experts, farmers or even partially Agri known NGO or their agents. Thus, the whole blame of others has to be shared by University experts. Agri-University, applied knowledge has to be communicated to farmers as “end product” as pharmaceutical companies do. Thus all the current “building block” , known knowledge has to be computerized and stored. This has to be reshaped and re-arranged as knowledge packs for innovative and whole farming capsules rather than one commodity knowledge sharing as in the west. We do have commodity but not composite agriculture packages. A booklet on its composite effects has been published as Broad Based Extension Education (Wani, 1992).

Training & visits on farm level failed but farmer-training & Farmer-research participation or demonstrations at farmers field did achieve a great success. With constraints of men and resources and crop insurance in vogue, we must induce researchers to have direct participatory research at farmer’s doors, on their fields. This venture can be on cost-sharing basis or with participatory involvement of Industry. (SAMETI, Kashmir model refers). Proc. XXI EECM,2008.

New Approaches

Insect-pest Management research could be an example. Some FAO programme results are encouraging (Matteson, 2000). Rice IPM research must incorporate farmer-training of farmers. New pest management procedures are to be experimented under farmers field. Minimum use of pesticide and eco-friendly application is preferred. (Matteson, 2000).

Problems and constraints of technology transfer in India have been reported, (Bairathi, 1998). Similarly bio-gas technology use or adoption has been full of constraints detailed . (Prasad and Singh, 1999), these range from technological, financial, administrative and innovative ones. Proper mechanization and training in operation of such bio gas technology is necessary.

An information web networking developed helped farmers to improve their income through training and advise thus participatory technology transfer is a possible mechanism for improvement in Agri-productivity. (Warren, 2003)

Netherlands Model

Quest for knowledge led Netherland farmers to have an association for organic farm produce. This association conducted its own farm research and shared its experiences with other farmer members back in 1980. Soon they felt that their experiences lacked experimental details. They approached Govt agricultural Research Organization and started collaborating with them. The station mandate was to assist the development of farming systems in the area called polder in the village Nagale of Netherland. This combination of research and farming practices at farmers field tried various crop combinations and rotations. The use of nitrogen-fixing crops (Legumes) for maintaining soil fertility and strategic management of pests and diseases, extending or delaying planting of various crops etc. Some experiences of low-weed-crop production by adopting agronomic practices like regular harrowing of lands and use of crop covers were tried. The farmer pressure and self sustaining groups need to be involved in research experiments of SAU/ICAR and all other KVK farms and institutes (Reinders, 2007). This would have both a demonstration and high adoption value. Besides it would be a close to practical field research model (PFRM).

Horizontal, farmer to farmer contacts help dissemination of agricultural information. This horizontal expansion of information from one vegetable grower to another in Suden. (Badri, 2001) helped technology adoption.

Mass media support for rice production has been helpful in Bihar. Out of 5 TV talks, 75% farmers benefited and registered higher production and low disease damages. (1taque, 2000) similar observations are known in J&K. (Wani 2006). Electronic technological diffusion of knowledge at Farmer’s fields was helpful, local language and local persons can diffuse ideas and disseminate information and communication faster. It is proposed to have innovative knowledge defusion to women farmers through local women (Rani and Reddy, 2002).

Farm – Women awareness Module

Majority of rice producing farmers in Kangra district of Himachal Pradesh had no extension personnel contact or electronic or print media information. Continuous information on mass media have significant impact on use of seed rate, transplantation time and application of nitrogenous fertilizers in Rice (Thusoo and Sohi, 2000). A gap existed in knowledge of farmers so far as dose of fertilizer application is concerned (Yadav and Singh, 2000).

Farm women adoption rate for use of farm implements was good when uses of such implements were demonstrated to them. (Sharma et al 2003).

Farm women were given farm implements to use for a fortnight. Majority found them 78% profitable & 77% compatible. (Sharma and Sharma, 2002). Information from research to farmers via extension officers was examined. The inter system communication helps in technology dissemination of dairy farmers in Iran (Rezvanfer, 2001). Rice cultivation awareness improved when women farmers were trained (Rama Krishnan and Mahendram, 2003). Agricultural Knowledge and information system increased economic efficiency of crop production, out put costs, social upgradation and income generation (Carrasco et al, 2003).

Extension Briefs – self help options (SHO)

Small farmers are neglected by extension services and need proper awareness in Kurram (Haq et al 2004). Agricultural extension specialists must specialize in community structure, development , education learning tools, technology and policy issues. Thus these disciplines or topics need incorporation in Farm Business Management curriculum.

Partnership process, management and communication should be the main thrust. Co-operative mechanism, farm business management and evaluation and monitoring tools should be used.

Seed production programme was successfully implemented by farm women as a self-help group in Dindigul district of Tamil Nadu (Balasubramanian and Thamizoli, 2003). Efficiency of extension lies in bottom up approach in hilly areas. Farmers interest group awareness was most successful (Muhammad-Zafarullah 2003). Small scale farming operations using green manure cover improved soil fertility. Participatory extension system helped more adoption of technology in Uganda. (Miiro et al, 2002).

Farmers training and their own information networks helps small holder farmers. Topics including community involvement, international multicultural projects, leadership, learning strategies, new tools and technology, volunteer programme , programme development and evaluation, public policy issues, youth education and partnerships needs introduction in Agri-Extension curricula (now proposed as Farm Business Management). Agriculture, natural resources and health/nutrition shall form the basic of new agri-farm-business extension system (Logan, 2004). The word extension be replaced with “Farm Business Management”.

Administrative Bottlenecks

While the Nusa Tenggara Timur Provience is supposedly following the training and visit model, agricultural extension Workers receive very little training. Other major constraints identified include constant restructuring of the Agricultural Department, poor remuneration, oppressive authority, inadequate infrastructure, unclear job direction, geographical conditions and bureaucracy. (Leta et al, 2005). This is the reason of low technology revolution in rural India and Asia too can be overcomed by transparent, NAR System, which need renaming as National Farm utility Research and delivery system.

By combining biophysical science with social science, it is possible to increase the impact of biophysical science findings at the farm level (Linehan et al, 2005).

Isreal Model

General model of extension in SAU can be seen from the role of PAU, which needs a total reform. Should we look for Isreal model. Isreal is characterized by topographical variations and a wide range of soils, enabling the growing and raising of a variety of crops and animals. A large increase in population immediately after 1948, required a rapid increase in food production, followed by development of research and extension facilities and services. In recent years Isreal, like many other countries, has faced difficulties in continuing to supply the level of services it previously provided. This difficulty led agricultural organizations to begin assuming the responsibility of partially financing extension for a few years, and later on trying to reflect the cost onto the farmers. Farmers are apparently willing to pay for on-farm extension visits. Under this system, the Flower Board is financing many public extension activities and charging the farmer for partial costs of on-farm visits. This system operates successfully, aided by reports that are filed electronically by agents all over Isreal to the Floriculture Department Head Office, and from the Head Office to the Flower Board. Advantages of the new system are : a tremendous increase in agent-to-farmer commitment; the professional level of agents remains at least the same as before; and the financial situation of the majority of agents is better than before . The disadvantage is that some farmers are consuming less extension than before. (Wolpson, 2005)

Global Successful extension experiences

California Model

California’s land grant extension progamme has been successful in assisting agricultural Industries develop as major world producers. Extension has been a leader in facilitating quality-of-life and economic improvements for rural communities throughout the state. However, population explosion has transformed California into an urban state, with changing societal issues, values and priorities. Agricultural extension programmes continue to directly serve a declining number of clientale that represent less than 1.5% of the population. Financial support for extension is decreasing at the country and state levels, thus such models used by us in SAU could be catastrophic and need change.
Iranian Model

Iran is one of the world’s top ten horticultural producers. However, post-harvest losses in Iran are six times greater than the world average. Even after establishing an agricultural extension Service, Iran still experiences great problems in reducing post-harvest losses (Jowkar, 2005). Results revealed that education, material possession, mass media exposure, extension contact, scientific orientation and risk preference were significantly and positively correlated with the knowledge level of farmers pre- and post training. (Malite et al , 2005.
Issues

Agricultural development programmes often produce unexpected results. This can be attributed to the fact that the target farmers already have their own knowledge and competencies that determine their practices. In order to be adopted, an innovation has first to be discussed, and then appropriated by a local group of farmers in their system of knowledge and in their system of meaning; subsequently the innovation may be rejected or adopted by all the farmers concerned (Mathieu, 2004).
Problems

The findings also revealed that the attitudes of the respondents were significantly and positively related to education, organizational membership, land holding, contact with extension agent , mass media exposure, socio-economic status, awareness, income and material possession. Lack of proper technical knowledge, lack of irrigation facility and high cost of fertilizers/chemical were indicated as the three most important problems of the tribal farm women run agriculture farms. (Bharali et al, 2004).
New Vistas

Agricultural extension is evolving world wide, and there is much emphasis today on community-based mechanisms of dissemination in order to bring sustainable change. The factors that make farmer groups successful in disseminating information and technologies need to be analyzed. A mixed methodology, multiple-stage approach was used to obtain data. Dairy-goat farmer groups (n=46) and individual farmers (n=88) were interviewed. Factors that were associated with group success in dissemination included member participation, degree of jealousy within the group, homogeneity of members, group capacity, number of linkages and type of group (Project-supported versus non-supported). Some interventions that may increase the success of groups in dissemination include capacity- building , increasing linkages with other extension stakeholders, providing an environment for groups to form, using established groups (as compared to forming new groups), and encouraging groups to form around common interests rather than for other reasons. (Davis et al, 2004). Some methods in this direction are documented (Wani,2008 a).

Professor Ghulam Mohyuddin Wani did his Ph.D from IVRI, Izatnagar in 1985 in Animal Reproduction / Gynaecology and got Dr. Med. Vet.**Additional Doc. Degree from Veterinary Institute, Deemed Univ. Hannover Germany in 1984 in the field of Animal Reproduction/ Production. He also earned DAAD Fellowship(Post Doc.) from German Academic Exchange, Hannover, Germany in Animal Breeding institute, Buetweg, Hannover,Germany and is currently Director Extension Education and Director SAMETI in the S.K. University of Agricultural Sciences and Technology of Kashmir, Shalimar – Srinagar.

The author can be contacted at: P.O.Box: 461, GPO, Srinagar by post or mailed at wanimohyuddin@yahoo.com

New Diesel Engine, 2 New Models Coming Up for Mitsubishi

Mitsubishi has decided to start production of its next generation diesel engine one year earlier than originally planned. It is a 2.0-liter class diesel engine. The car maker said this is to meet the ever growing demand of more fuel efficient engines. Mitsubishi’s Kyoto power train Plant will reportedly begin the new diesel engine production in 2009. And, after its European market introduction, the new engine will find its way to the remaining markets. It will meet the new and stricter Euro 5 emission standards.

Being developed jointly with Mitsubishi Heavy Industries, where Mitsubishi truck accessories are built, the new diesel engine is a key element in Mitsubishi Motors’ efforts to lower carbon dioxide and monoxide, and other greenhouse gasses emitted by the engine. Features contributing to the new engine’s class-topping power output and Euro 5 emissions performance include a new high-efficiency turbocharger and high-efficiency combustion characteristics that resulted from the application of own analytic technology of Mitsubishi Heavy Industries and Mitsubishi Motors.

Aside from the inevitable demand of more effective fuel engines, the production of the new diesel engine is aimed at meeting the needs of the growing number of environment-conscious customers. The invention is a core element in the “Mitsubishi Motors Environment Initiative Program 2010” (“EIP 2010”). Along side it is the electric vehicle technology.

Euro 5 standards feature tighter regulation of particulate matter and nitrogen oxide emissions than the current Euro 4.

Another recent highlight from Mitsubishi Motors Corporation is its announcement of two new car models. The U.S.-market Lancer will be renamed “Galant Fortis” for the Japan domestic market. Also, Mitsubishi’s rally-inspired, high-performance 4WD sedan will be named “LANCER EVOLUTION X”. The latter is the tenth repeat of the Lancer Evolution released on the Japan domestic market.

The term “fortis” comes from the Latin language with a corresponding English meaning of “strong, steadfast, and courageous”. The development concept for the new Galant Fortis is tantamount to a new-generation global sedan with world-class levels of safety, environmental performance and comfort. Its distinguishing features include a high-rigidity platform that delivers excellent crashworthiness, a new 2-liter engine with aluminum cylinder block that delivers high power output and returns excellent fuel efficiency; exterior styling that imparts a broad stance and sporty lines, and a spacious, well appointed cabin.

On the other hand, the development concept for the all-new Lancer Evolution X specifies a new-generation high-performance 4WD global sedan that allows all types of driver to enjoy the car’s speed and handling with ease and safety. The new model features Mitsubishi’s Super-All Wheel Control (S-AWC) traction and handling system. It integrates the control of drive torque and braking management with the four-wheel drive system helping realize highly responsive and intuitive handling in addition to outstanding vehicle attitude stability.

There are still a lot of examples of Mitsubishi Motors’ latest automotive technology to be featured in the new model. One is a new lightweight and high-performance 2.0-liter turbocharged Mitsubishi Innovative Valve timing and lift Electronic Control (MIVEC) System engine with aluminum cylinder block. It has the Mitsubishi Motors variable valve system.

Additional to this is a 6-speed automated manual transmission that contributes to exceptional performance with improved fuel economy. The car’s performance-driven design makes the car’s extreme potential clear, while cockpit design focuses the driver’s attention on operating his machine.

Gertrude Sayzer finished her degree in Marketing at Western New England College. She is passionate about writing and loves to travel as well. At present, this 32 year-old mother of three works full-time at an Ad agency in Boston.

Pharmaceutical Sales Force Effectiveness Strategies: Evaluating Evolving Sales Models & Advanced Technology For A Customer Centric Approach-Aarkst

With these challenges comes pressure to gain efficiencies in all facets of the business, but perhaps no aspect of pharma operations is under as much scrutiny as the sales and marketing function. The discrepancy between the growth in sales force size and the decline in prescribing makes sales force effectiveness the top challenge for pharmaceutical sales managers.

The industry has traditionally relied on aggressive marketing to promote its products. One recent study (NEJM, August 2007) estimates that, between 1996 and 2005, total real spending on pharmaceutical promotions rose from $11.4bn to $29.9bn in the United States. Another study (PLoS Med, January 2008) suggests that the true figure is closer to $57.5bn in real terms. Much of this increase in spending has gone on the expansion of the sales force. For years now there has been an unshakable belief that the bigger the sales force, the greater the market share. However, many of the industry’s biggest markets are now saturated with sales representatives, and its selling techniques are becoming increasingly ineffective. The industry has begun to embrace the reality that this model no longer guarantees growth or future profitability. The opportunity lies in moving beyond sales force growth and mass promotion into a new era of sales force effectiveness.

Key features of this report

Detailed analysis of the current state of the pharmaceutical industry, including the five major trends reshaping the pharmaceutical marketplace and their impact on the sales force.

The impact that sales force size has on sales, costs and profits in both the short and the long term. Different situations for sizing a sales force such as expansion into new markets, new product launches and downsizing are illustrated. Three different methods that companies use to size their sales force are provided.

Highlights the importance of sales force recruiting and hiring process as well as the role of training in preparing the pharmaceutical sales force for success. Practical advice on how to implement incentive plans and how to set effective SFE (Sales force effectiveness) metrics.

Use this report to

Learn how the changing social, economic and demographic context has huge implications for the way in which pharmaceutical companies will market and sell the medicines they develolp in the future.

Discover why pharma industry revenue will decline for the first time in its history and what the effects on the pharmaceutical sales force organization are.

Quick and comprehensive understanding of sales force sizing, structuring and deployment and recent trends in physician targeting.

Discover

Is the pharmaceutical sales representative an endangered species?

Why should pharma companies adopt a Key Account Management approach to their customers?

What will the expected shift in marketing and sales efforts look like?

How can sales organization be sized, structured and deployed for max. effectiveness in the new healthcare environment?
 
 
  Table of Contents : 
 

Pharmaceutical Sales Force Effectiveness Strategies
Executive Summary 9
The pharmaceutical industry at a crossroads 9
Sizing and structuring the sales force for strategic advantage 10
Recruiting, training and motivating an outstanding sales force 11
Reinventing the pharmaceutical sales model 12
Utilizing new technologies for sales excellence 13
Beyond 2010 – The future of pharmaceutical sales 14
Chapter 1 The pharmaceutical industry at a crossroads 16
Summary 16
Introduction 17
The state of the pharmaceutical industry 18
Patent expiration and generic substitution 18
Pipelines not delivering innovative products 20
Slowing growth in mature markets 23
Government intervention and price controls 25
Poor reputation and new restrictions 26
Restricted access for pharmaceutical sales representatives 27
Pharma industry revises Codes on interactions with physicians 29
The traditional go-to-market strategy 31
ROI in pharmaceutical sales force has plummeted 32
The access problem 34
The end of armies of pharma sales reps in the field 34
Need for new marketing and sales approaches 36
Chapter 2 Sizing and structuring the sales force for strategic advantage 40
Summary 40
Introduction 41
The role of the sales force 41
Determining sales force size 42
Activity-based method 42
Target return-per-call method 43
Sales response method 44
Getting sales force deployment right 45
Resource allocation 45
Optimal profitability 46
Matching sales force structure with companies’ business lifecycle 48
Sales force structure 48
Getting the size right 50
From mass market endeavor to individual physicians’ needs 51
Rethinking targeting strategy 51
The impact of lifecycle factors on sales force targeting 55
Year 1 – New product launch 55
Year 2 – Accelerate growth 56
Year 3 – Defend and grow 56
Year 8 – Manage the sales decline 58
Conclusion 59
Chapter 3 Recruiting, training & motivating an outstanding sales force 62
Summary 62
Introduction 63
Hiring pharma sales reps: Getting the process right 64
The impact of bad hiring decisions 64
The right recruit 65
Key points to consider when hiring 67
The evolving training needs of the pharma sales force 69
The training dilemma 70
Training for the new environment 72
Changing environment places different demands on sales training 75
Motivating and compensating the sales force 79
Motivation 80
Driving performance through incentive compensation plans 82
Conclusion 83
Chapter 4 Reinventing the pharmaceutical sales model 86
Summary 86
Introduction 87
Sales force model progression 88
Addressing a range of new customers 89
Existing stakeholders are gaining influence 90
The path to key account management 92
Is the pharma sales rep an endangered species? 95
The customer-centric approach: a new model for pharmaceutical sales 95
From mass army to specialty sales force 98
Conclusion 99
Chapter 5 Utilizing new technologies for sales excellence 102
Summary 102
Introduction 103
e-Learning – meeting sales reps training needs 104
Case study – e-Learning as part of AstraZeneca’s sales training strategy 104
e-Detailing 105
Virtual live e-Detailing 106
e-Detailing through a portal for doctors 106
Scripted e-Detailing 106
The benefits of e-Detailing 107
Putting it in practice: The key factors for success 108
From tablet PCs to closed loop marketing 109
Will closed-loop marketing transform the pharma sales process? 111
Common pitfalls on the way to implementing closed-loop marketing 114
How to ensure successful implementation of closed-loop marketing 116
Conclusion 117
Chapter 6 Beyond 2010 – The future of pharmaceutical sales 120
Summary 120
Introduction 121
The sales force of the future: variable in size and structure 121
Will samples need pharmaceutical sales reps? 123
New industry models and their implications for sales force effectiveness 125
Aligning marketing and sales to match the healthcare environment 126
The use of analytics to drive sales force approaches 126
Content-driven interactions between sales reps and customers 126
To what extent will the sales model change in the immediate future? 127
Designing a marketing and sales function that is fit for the future 129
Chapter 7 Appendix 134
Bibliography 134
Index 136

List of Figures
Figure 1.1: Projected revenue losses ($bn) due to patent expirations, 2007e-2012p 19
Figure 1.2: R&D investment ($bn) in the US, 2004-2007 21
Figure 1.3: FDA new drug approvals, 2000-2008 22
Figure 1.4: Global pharma market growth slowdown 24
Figure 1.5: Survey of US medical practices, February 2009 28
Figure 1.6: US sales force size – top 30 companies, 1997-2007 32
Figure 1.7: Pharma sales rep funnel 34
Figure 2.8: Field force: Sales, cost and profit impact 47
Figure 2.9: The impact of three different sizing scenarios on company profits 50
Figure 2.10: Physician segmentation enabling effective targeting 54
Figure 2.11: Modeling doctors’ prescribing behavior 58
Figure 3.12: The training trade-off 71
Figure 3.13: Effective sales force training responds to a new selling environment 73
Figure 3.14: Sales rep characteristics with the most influence on physician satisfaction 74
Figure 3.15: Implications for future sales force training 76
Figure 4.16: Sales force restructuring and innovation – State of the industry 89
Figure 4.17: The expected shift in marketing and sales efforts 91
Figure 4.18: Implications for pharma companies on the path to KAM 94
Figure 5.19: e-Detailing as part of the multi-channel approach to CRM 109
Figure 5.20: CLM feedback loop 112
Figure 5.21: TGaS survey on CLM implementation among top pharma companies, 2007-2008 114
Figure 6.22: Sampling trends %, 2008 124
Figure 6.23: Readiness for new business models in the next two years 128
Figure 6.24: Future organization of the pharmaceutical marketing and sales function 130

List of Tables
Table 1.1: Blockbusters going off-patent 2010-2012 20
Table 1.2: Planned job cuts by big pharmaceutical companies, October 2008 35
Table 2.3: Target return-per-call method in eight steps by Zoltners & Sinha 44
Table 2.4: Comparison of sales force sizing methods 45
Table 3.5: Common pharmaceutical sales force training settings 70
Table 5.6: How tablet PCs support sales force activities 110
Table 6.7: New approaches to marketing and sales challenges 127

 
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Gradual Development of International Business in form of Outsourcing Business Models

Following the set pattern for doing business is the professional approach, which is applied by the businessmen keeping number of things to achieve maximum level of profit. There may be difference in the offshore outsourcing models according to size and strategies of the company. In the modern times of business, maximum companies of various sizes, outsource their work to reduce the cost according to their specific needs.

Deciding the suitable model before taking any decision is critical because wrong model can cause future losses for the business instead of profit or lowering the cost to business. Taking decision of outsourcing involves various important factors such as selection of suitable country, economic conditions plus government policies of the country, international business strategies, suitable outsourcing strategy and reliable company. As outsourcing is continued by the developed nations for the last many years, so there are different models of outsourcing can be seen, types of these models have been developed according to specific business needs of the different companies respectively. Commonly there are few models , which are followed by the outsourcers for extending their work to offshore companies (web development companies in case of IT & software development) such as Outsourcing to services providing company, Joint venture (JV) offshore outsource model, Build Operate Transfer (BOT) offshore outsource model, opening subsidiary in offshore country.

Usually, outsourcing company uses to select reputed offshore service provider from the decided country after considering all factors affecting the business, under this small & big projects come, which can be continued for a long time. Another type is also project basis but the scope of the work is fixed & defined perfectly, small web development companies & free lancers are hired from offshore country.

Joint venture model refers to establishment of business relations between both companies (outsourcing firm and local firm) in order to take advantages of each other on certain conditions, aim of these kinds of ventures helps both countries to learn & gain from each other and ultimately development of both sides. In the build operate transfer (BOT) type outsourcing, there are two stages of the business, in first stage business can be operated by the local company as similar conditions of joint ventures and in second condition local firm can own the business on certain conditions and can show the ownership according to contract.

Simply, to understand the main basic models followed by both the parties such as outsourcer and offshore service provider are Joint ventures, project basis (commonly seen in web development and IT oriented work) and opening wholly owned subsidiaries in local country, which turns later on to local ownership after certain period of time & conditions.

Alex Shein has been in the Industry since 2003 and provided solution using languages like PHP/MySQL & ASP.Net Application Framework. For more details please refer this URL http://www.offshore-outsourcing-company-india.com